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Local government is a ‘great institution' to work in, and the opportunities within the sector are ‘amazing'. That is the opinion of this year's president of SOLACE, Byron Davies, who also holds the post of chief executive of Cardiff. Byron's positive attitude inevitably helped with the impressive, if slightly-overwhelming regeneration of Cardiff. The city went from being a ‘major player', exporting steel and coal across the world, before plummeting into an economic slump. Now, after years of investment, Cardiff is once again an international centre, and the host city for this year's SOLACE conference. Taking time out of his busy schedule, Byron explained some of the key issues at this year's conference. First, the issue of recruitment. ‘There are now more jobs than people,' he says. ‘As a result, we must develop skills and people. This is a huge responsibility for chief executives. ‘We need to make sure we're building graduate programmes and encouraging the best students to enter local government.' He is only too aware of the competition his sector faces from the private sector, but is convinced local government is up to the challenge. SOLACE is now linking up with other international countries, possibly opening the door for local government employers to spend up to six months overseas, learning new skills and experiences to bring home and share in the UK. ‘We're trying to move away from the stereotype of local government and encourage young people to get involved,' he says. Devolution is the second topic the conference will be addressing. ‘We have to motivate and empower people,' says Byron. ‘If changes happen in local government, as Gordon Brown is indicating, this will be great.' The third major conference topic is globalism. Global forces are affecting everyone, according to the SOLACE president, and local government has to look at smart, ways of dealing with global and European issues. Byron is a determined, hard-working public servant, and has plenty of experience to hand down to those who want it, while he spends his year as SOLACE president. eoimHe first came into the role of chief executive 15 years ago, heading up South Glamorgan CC. For the first three years, his task was to ‘wind down' an organisation. He described the experience as awful. ‘There were many uncertainties, which is similar to the situation in England at the moment. But it was a very interesting time and it taught me a lot. I applied for the post of the chief executive at Cardiff and then I was in the position of starting up a new unitary, which I enjoyed immensely.' Offering advice to English councils, Byron says the most important issue is to make sure the right people stay on board. ‘Whatever reorganisation throws up, one needs to retain capable people. And that is part of the problem we found here in Wales. ‘The private sector can attract people fairly easily, especially at times of uncertainty. We need to keep them in local government and not let go of talent.' Since Byron became chief executive, the city has seen major development, thanks in no small way to his desire to get the best for Cardiff, including the Millennium Stadium, the city centre revamp, Cardiff Bay and Cardiff International Airport. He acknowledges the crucial role played by elected members. He says: ‘I have been fortunate in having worked with politicians from all political parties, and they have impressed me with their commitment to their communities and their willingness to lead the regeneration agenda.' ‘We gave Cardiff so much confidence in what could be achieved. ‘I value my 15 years as chief executive. I understand the background of the role and appreciate where we're at. That's why I'm delighted to be president of SOLACE.' He continues: ‘One of the advantages of being involved in SOLACE UK is the ability to learn lessons from elsewhere. There is a willingness to share good practice. ‘With regard to CPA, I'd like Wales to take some lessons from England. In Wales, there are thousands of indicators. This has been recognised in England, where authorities are moving towards local area assessments. Wales needs to look at this.' This ability to share good practice is one reason why Byron is concerned about rumours the LGA and WLGA plan to split. ‘It would be a shame if they become two different organisations,' he says. ‘I've been very impressed with the LGA and the international work it has undertaken. ‘The WLGA and LGA have citizen and communities in common and I can see great merit in continuing to work together.' Byron's enthusiasm is catching, and if anyone can change the face of local government and encourage more people to work in the sector, it is probably him.

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WHITEHALL

Celtic tiger

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